Gain employee commitment
High levels of employee commitment of individual projects or to the business as a whole are
considered to be indicators of an organisation’s success. Commitment, however, cannot be
assumed. Rather, it requires continuing, credible and confident actions that gain employees’ trust
and support. Although there is no single way of gaining commitment, there are some key
considerations:
1. Be clear about what is required
There are many examples of the lengths people are prepared to go in support of causes to which
they are committed. As a manager, you can’t expect your employees to be committed to
something that they, and perhaps you, don’t understand. So before your employees commit their
time and resources, they have every right to know exactly what it is they are letting themselves in
for. And, of course, any confusion you have will soon be communicated to employees – so be
clear about what you want.
2. Focus on action goals
Assemble those employees whose commitment you are seeking, explain the situation as you see
it, and describe the outcomes envisaged. Explain any short-term goals and the specific actions
needed for their achievement. Outline the benefits (including what’s in it for them) to be derived
from successful accomplishment of those goals. The noblest dream and the most appealing
strategy are worthless until those involved make a commitment to achieve the objectives.
3. Adopt a problem-solving approach
Use group facilitation skills (eg a force-field analysis) to identify blockages preventing achievement
of goals. Involve employees in planning for the elimination or reduction of those blockages.
Allocate responsibilities to agreed actions and confirm individual commitment. Document all
actions agreed on and circulate them to everyone involved.
4. Measure progress
If possible, decide how goals and their progress can be measured. Rarely will employees be
prepared to make or maintain a commitment when there are no measures of their progress and
achievement. You will need to use measures as a means of assessing levels of commitment – if
you can’t measure it, you can’t manage it.
5. Monitor employee responses
Employees will be waiting to see what you do. Even if they appear to show little interest towards
your proposal or project, they will be keeping your subsequent actions under observation. Gaining
and building commitment cannot be rushed and what you do will lead the way. If you find that
commitment is not forthcoming, you will need to decide whether to persevere, to adopt another
approach, or to scrap the idea.
6. Foster interdependence among employees
The development of strong links among employees benefits you and the organisation. One of
those benefits, for example, is a decrease in absenteeism – staff realise how others are affected
by their non-attendance. Interdependence helps to build ownership, trust and commitment among
employees as they see how their individual contributions affect, or are affected by, fellow workers.
7. Develop a work environment where commitment grows
Make your workplace one where employees want to be. A harmonious working environment
brings out the best in people. Employees will be prepared to commit to a project or organisation
they feel part of.
8. Recognise achievements
When employee commitment has resulted in goal achievement, provide rewards and other forms
of recognition that individual employee’s value. Recognition should cater for individuals, work
groups and even families. After all, the success of many projects depends, in part, on the support
provided by life partners and other family members.
9. Find reasons for declining commitment
When working on a new project, the initial exuberance and commitment of employees can
sometimes wane. One of the following factors, or a combination, could cause this problem:
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Did you take too long to get the project started after the planning phase? In the meantime,
other demands might have intervened and “cooled off” your employees.
In the initial planning stage, did you account for any events or conditions that might distract
your employees? Did you spend time trying to foresee and plan for such obstacles?
Has the momentum slowed down because of vacation periods, eg Christmas holidays, or the
shorter breaks? Timing is an essential ingredient in any new project.
Did you set attainable objectives? Or were your employees running around in circles?
Are your employees having difficulty with some activity early in the program?
Did you plan periodic feedback sessions to identify and remedy any difficulties encountered?
Feedback and evaluation keep commitment high.
Further information
The following fact sheets provide further information on these issues:
• Boost employee morale
• Leadership - introduction
• Business management tips
• Maintain a business vision
• Business values
• Manage an effective team
• Business vision – introduction
• Motivate employees
• Change management
• Performance appraisal
• Conduct a SWOT analysis
• Set achievable goals
• Develop a succession plan
• Verbal communication
• Implement change